When a podling graduates from the Apache Incubator to become a Top-Level Project (TLP), responsibility for oversight shifts. This guide explains what changes, what remains the same, and how the new PMC can work effectively with the ASF Board.

What Graduation Means

  • The Podling Project Management Committee (PPMC) becomes a full Project Management Committee (PMC).
  • The IPMC and mentors step back: they no longer provide direct oversight.
  • The ASF Board becomes the primary oversight body.
  • The new PMC gains both autonomy and responsibility for the project’s health and governance.

Before Graduation – Final IPMC Steps

  • Mentor sign-off confirms readiness.
  • IPMC vote recommends graduation to the Board.
  • Board approval creates the new TLP via resolution.
  • A Chair is appointed, named in the resolution, and becomes an officer of the ASF.

Key Changes After Graduation

  • Board oversight
    The ASF Board oversees PMCs, not individual contributors. Oversight happens through Board reports, not day-to-day involvement. Reports are formally reviewed and approved by a majority of the Board.

  • PMC autonomy
    The PMC gains full authority for technical direction, releases, committer additions, and conflict resolution.

    • Releases: Voted directly by the PMC. No IPMC approval required. No incubating disclaimers or “(incubating)” suffix. Must follow ASF Release Policy.

  • Branding and trademarks
    The PMC is responsible for ensuring the project follows ASF branding and trademark rules.

    • The “(incubating)” qualifier is removed from the project name.
    • The PMC must ensure correct use of the Apache name and its own project brand.
    • After graduation, all references to incubation (website, repositories, LICENSE/NOTICE files, documentation) should be cleaned up to avoid confusion.
    • Misuse by third parties should be reported to the Trademarks Committee.

  • Minimum membership for oversight
    In the Incubator, podlings require at least three IPMC mentors to provide oversight.
    As a TLP, the requirement shifts: the PMC itself must have at least three active PMC members to meet ASF governance expectations. This ensures there is always a quorum to manage votes, releases, and Board reporting.

  • Chair’s role
    The Chair is the liaison with the Board, submits reports, ensures governance is followed, and represents the project. The Chair is a facilitator, not a boss — authority remains with the PMC as a whole.

Reporting Schedule

  • First three months: monthly reports to establish confidence in governance.
  • Ongoing: move to the standard quarterly reporting cycle.
  • Board approval: every report is reviewed and explicitly approved by a majority of the Board.

Report Format & Submission – Key Differences

In the Incubator

  • Audience: Incubator PMC and mentors.
  • Focus: progress toward graduation (community growth, releases, IP clearance, mentor engagement).
  • Format: structured, template-driven, often detailed.
  • Submission: entered on the Incubator wiki, aggregated into the monthly Incubator report by the IPMC Chair.
  • Approval: reviewed by the IPMC; the Board accepts the summary, not individual podling reports.

As a Top-Level Project

  • Audience: ASF Board of Directors.
  • Focus: governance signals and community health (PMC activity, transparency, sustainability, risks).
  • Format: short, narrative, concise — avoid statistics or detailed technical plans.
  • Submission: entered directly into the ASF Board agenda system by the PMC Chair.
  • Approval: reviewed and formally approved by a majority of the ASF Board at its monthly meeting.

Maintaining Continuity

  • Mentors may continue as PMC members, but with no special role.
  • Incubator habits should carry over: public discussion, consensus building, and documenting decisions.
  • Avoid regression into closed decision-making, vendor dominance, or single-company control.

Common Pitfalls After Graduation

  • Silent PMC
    Assuming graduation means the work is “done” and neglecting active governance.

  • Reporting failures
    Missing reports, submitting late, or providing weak reports can raise red flags with the Board.

  • Over-reliance on one company
    Allowing a single vendor or employer to dominate contributions and decision-making.

  • Cultural drift
    Slipping back into private discussions or ignoring ASF principles such as transparency and consensus.

  • Release confusion
    Forgetting that releases are now approved by the PMC directly — no disclaimers, no “(incubating)” naming.

Tips for a Healthy Start

  • Treat the first year as a proving ground
    Show the ASF that the PMC can sustain itself as a healthy, independent community.

  • Rotate responsibilities
    Share tasks like report writing and release management to avoid bottlenecks and spread knowledge.

  • Keep building community
    Continue inviting new contributors and committers to maintain growth and diversity.

  • Ask for help
    The Board, other PMC Chairs, and former mentors are available for advice when needed.

Resources

Key Takeaways

  • Graduation marks the start of independent responsibility, not the end of oversight.
  • The Board, not the IPMC, provides oversight through reports.
  • Reports are shorter, governance-focused, submitted by the Chair, and approved by a Board majority.
  • The PMC votes directly on releases — no disclaimers or “(incubating)” names required.
  • The PMC is responsible for branding and trademark compliance, including cleaning up Incubator references.
  • A TLP PMC must have at least three active PMC members to meet ASF governance requirements.
  • ASF-wide support channels are available for security, legal, infra, and governance issues.
  • Healthy governance and consistent reporting are the primary signals of a successful transition.
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